Review of Human Resources:

Talent Acquisition

© e4e – Confidential and Proprietary

 Human Resources: Global Organization

Babu T.S
EVP & CHRO

Aparna K Ajay K Anusuya J Uma S Susheel K Mukesh C

GM - L&D GM - TA GM GM Sr. Manager Manager
People Connect People Connect HR Ops - Noida HR Ops - Chennai
Noida Chennai
Jessa R
Mousumi S
Elwin P Koel P HR Generalist
Sr. Manager Nitesh C
Manager Executive Pallavi N Philippines
L&D Asst Mgr
TA - Chennai Sr. Executive HR - MIS
People Connect
People Connect
Ridhi H
Asst. Mgr
Niranjan N
TA - Noida
Sr. Executive Onkar O Karthik V
People Connect Asst Mgr Sr. Executive
HR Ops -Noida HR Ops -Chennai

Altamash K Sivabalan T
Executive Executive
HR Ops - Noida HR Ops - Chennai

Mukhtar A Veena N
Executive Executive
Total Headcount: 53 HR Ops -Noida HR Ops -Chennai

© e4e – Confidential and Proprietary 2

 Organization Structure: Talent Acquisition

Babu TS
EVP & CHRO

Ajay Khajuria
GM, TA

Elwin Philip
Ridhi Handa
Manager
AM - Noida
Chennai

Executive (4) Executive (3)

Data Entry HR Assistant
Operator (1) (1)

Total Headcount: 12
© e4e – Confidential and Proprietary 3
 Talent Acquisition

Activate Sourcing Selection

Channels: process:
Consultants HR Screening If selected then
Manpower Employee Document
Requisitions from Written Test Offer Letter and
Referral Collection and On Boarding
Business Unit Operations
Campuses Validation
intervention
Direct
Job Portals Final HR Round

•  Experienced recruiters with domain knowledge.

•  Turn Around Time on hiring is between 30 and 45 days.
•  Multiple hiring Channels.
•  Early attrition is <2%, offer to join ratio is > 80%, and overall walk-in to join ratio is between 10 –
15% (assured quality).
•  We are prepared with a strong pipeline that takes care of sudden ramps/attrition.

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4
 Sourcing Channels & Turn Around Time (TAT)

Sourcing Channels

•  Employee Referral Program •  Train and Hire and Contractual

•  Hiring Consultants Staffing (Planned for HCC)
•  Job Portal
•  Walk-ins
•  Campuses & Colleges

© e4e – Confidential and Proprietary 5

 2014: Key Metrics
Hiring Count
3,000
Hiring Numbers: 2014
Ph, 24, 1% U.S, 61, 2%

2,526
2,500

2,000
1,213

1,500

Noida, 1201,
47%
1,000
Chennai, 1264,
475 50%
1,313
500

475
-
2013 2014

Backfill New

© e4e – Confidential and Proprietary 6

 2014: Key Metrics

Hiring - Source Mix

Cost per Hire
Cost  per  
Process   Joiners   Total  Cost  
Others Hire  
7%
Billing(Accounts  
Direct  902      $77,261      $86    
12% Receivable)  
Employee Coding    1,052      $101,505      $96    
Reference
39% Billing  (Data  Entry)    282      $3,942      $14    
MRR    40      $3,626      $91    
Laterals    189      $31,968      $169    
Grand  Total    2,465      $218,302      $89    
Consultants
42%

© e4e – Confidential and Proprietary 7

 Hiring: Campuses & Competitors
Campus  
Campus   LocaBon   CompeBtors  
Anand  Engineering  College   Agra  
Hindustan  College   Agra   Process   S.  No.   Company  Name  
Chandigarh  Group  of  college   Chandigarh  
Dev  Bhoomi  Group   Dehradun   1 Access Health
IET   Alwar  
KIET   Ghaziabad   2 Ajuba
MIT   Meerut  
Manav  Rachna   Faridabad   3 Apollo Healthcare
SVCE  College   Andhra
CIT   Chennai   4 Dell
Dhanalakshmi  Srinivasa  Eng.College   Perambur  
Dr.Mgr  janaki  college   Chennai   5 E-care india
Elluru   Andhra  
Excel  group  of  In[tu[ons   Erode   6 Kenet sol
IES  College   Kerala  
Knowledge institute Salem  
7 Medusind
Mother  therasa   Chithoor  
Narayanaguru  college   Kerala  
8 Omega
NRI  College   Andhra   AR-Caller / Billing
Ramakrishnan  College   Trichy  
9 Technosoft
SNS College of technology Coimbatore  
Sri  mi]apalli  college   Guntur  
Vignan College Andhra   10 Q way tech
Dr.Mgr  janaki  college   Chennai  
Elluru   Andhra   11 Tekessence
Excel  group  of  In[tu[ons   Erode  
IES  College   Kerala   12 Accretive
Knowledge institute Salem  
Mother  therasa   Chithoor   13 Porteck
Narayanaguru  college   Kerala  
NRI  College   Andhra   14 Mdeverywhere
Ramakrishnan  College   Trichy  
SNS College of technology Coimbatore   15 R-Systems
Sri  mi]apalli  college   Guntur  
Vignan College Andhra   16 Serco Global
© e4e – Confidential and Proprietary 8
 Hiring: Campuses & Competitors
Process  S.  No.   Company  Name  
Process   S.  No.   Company  Name  
34 Medsun
1 Access Health
35 Medtek
2 Aegis
36 Msm it solution
3 AGS
37 Niha Communication
4 Ajuba
38 Omega
5 Apollo Healthcare
39 One Med Space India pvt ltd
6 Ascent
40 Optimum
7 BCMC
41 Phycare
8 Caliber point
42 Pi international
9 Care Management
43 Porteck india
10 CTS
44 Prathima Hospitals
11 Data Marshal
45 Q way tech
12 Datatray Sevices
46 Qbss
13 Deccan  I Service
47 Rammallas Pramila Hospital
14 Dell
48 Revenue Med
15 Elico
49 Rhema Transcription
16 Emmanuel healthcare
Coder /Coding 50 Saince technology
Coder /Coding 17 Episource
51 Serco Global
18 exetor MC
52 Sinura Health
19 Gebbs Healthcare
53 Siri Health
20 Global Revenue Cycle
54 Sutherland
21 Green Global
55 TCS
22 Gss
56 Technosoft
23 Hexaware
57 Tirumala Enterprises
24 HGS(Hinduja)
58 Transcode
25 Home based Trans(HBT)
59 United Health Group
26 Imedx Info
60 Vee Technologies
27 India healthcare services
61 Veldos
28 Infinix
62 Virtue Labs
29 Kennet Solutions
63 Visionary RCM
30 Mahendra Next Wealth
64 XL Health
31 Medicode
65 E-clinical works
32 Medigain
66 Salient BPO
33 Medisigns
© e4e – Confidential and Proprietary 9
 2015: KPIs for the Team
CHRO
Global HR: (1) Reduce Attrition by 18% to 48% for FY14 (excluding "forced attrition") (2) Maintain Absenteeism at 1% per month for Q1
and thereafter 0% (defined as excluding 24 days or 9% per annum that is due to each agent and TL as eligible time off). (3) Maintain
KPI  1   Employee Satisfaction scores at or above 90% with an increase in the “Very Satisfied” category by 5% YOY.
L&D: (1) Training throughput of a minimum of 85% (2) Training Effectiveness goal - at least 85% of each batch must meet SLA’s (Ramp
and/ or Steady State Client SLAs as applicable) post New Hire as well as Refresher Training. (3) Reduce cycle time for training to meet
100% of the Productivity/ Quality ramp norms to 8-12 weeks for Coding; 4-6 weeks for Billing; 4-6 weeks for AR and 4-6 weeks for Adjud.
from date of onboarding a fresher employee. Cycle time for Refresher Training for each Coding, Billing, AR and Adjud. to be 2 weeks. (4)
All TLs to undergo 1 "People & Floor Management" training program by end end April 2014. Managers (AM +M+SM) and POs, who are
KPI  2   identified as needing training to go through at least 1 Developmental Training program in 2014.
TA - (1) Hiring (India & Philippines) – Move to a 100% Fresher hiring model (except on contractual requirements and exceptional
circumstances, after appropriate sign off). Fresher and experienced hires must adhere to the existing CTCs, with no exceptions. FY 14
Fresher-Experienced ratio must not exceed 80:20. (2) Meet 95% on TAT and Quality for all hiring requirements. (3) Build a pipeline of
KPI  3   ready freshers so that the time to hire and onboard them is not more than 10 working days at the maximum.
Strategic - (1) Full implementation of the homegrown HRMS by Q2; (2) ICD 10 Training for all our global coders to be completed on
schedule, depending on Client-wise ICD-10 migration plan (to be agreed and signed off by each client); (3) Increase HR touch and
stickiness to the floor (4) Maintain 100% on Labor/ HR related Statutory & Regulatory compliance; (5) Maintain and deliver to the 2014
HR cost and budget; (6) Identify "Key Employees" across the company and put in place a retention and career progression plan by end
KPI  4   of Q2.

GM: TA
"Hiring & Attrition 1. Make sure that 100% of hiring numbers are met with the desired quality. 2. Make sure that the early
attrition during the process training is not more than 2%. 3. TAT to be met for 100% hiring. To ensure that the pipeline is
KPI  1   ready for all positions so that a TAT of 10 days (freshers) can be met. "
"Cost & Channels 1. Cost Per Hire should be minimum. Target is 10K per hire for FY 2014. 2. Hiring through consultants
KPI  2   should not be more than 50%. 3. Hiring through Employee Referral Program should be at least 30% and above."
Cross functional Communication, Collaboration & Buy-in – resulting in Speedy and High Quality execution of Company
KPI  3   Goals
KPI  4   to develop employee branding in the market
KPI  5   "1.Ensure Information security is adhered to as per policy. 2. 100% Documentation/MIS and compliance/ adherence to all
  SOPs. 3. Ensure that the HR manual is updated, if there are any changes."

© e4e – Confidential and Proprietary 10

 Review of Human Resources:
Learning & Development (L&D)

© e4e – Confidential and Proprietary

 Organization Structure: Learning & Development

Babu TS
EVP & CHRO

Aparna
Khanna
GM, L&D

Mousumi Sen
Sr. Manager

AM (2) TL (1) TL (1) TL (1)

Chennai Chennai Bangalore Noida

Process Process
Trainer (5) Trainer (6)
Chennai Noida

Total Headcount: 18
© e4e – Confidential and Proprietary 12
 Talent Alignment Process

Process Training
Orientation Testing
Phase 1
Fresh under-grads Module Test are
are trained on US Generic billing conducted after
including the basics On the Job Training
Healthcare completion of each
Processes & of US Healthcare module to ascertain On the Job training is
Medical industry their understanding. provided based on
terminologies with Phase 2 Mid Term Accreditation client specifications,
a focus on the is done after the by the operations
scope of Focused training on General Training and a team
specialized Patient Demography, final evaluation test is
training. Medical Coding, conducted at the end
Charge Entry, of all the modules.
Payment posting &
A/R Analytics.

•  Training Throughput target is 85%.

•  Feedback from QA is looped back into New Hire Training as a basis for conducting floor Refresher
Programs.
•  Software training is imparted to aid quicker ramp-up through client specific Software or Velocity.
•  Strong orientation on Healthcare that covers the RCM cycle end-to-end and general medical terms for
Coding.

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 Coding Training

Process Training Modules Covered

New recruits trained on ER,EM,
Radiology and Pathology
specialties. Coders with minimum
of two years experience are cross-
trained in other complex specialties
like Surgery, IR & Anesthesia
Medical Terminology, Anatomy &
Physiology, ICD9-CM Coding
Guidelines, Modifiers & CPT
pertaining to the particular specialty
Skill Sets for Trainer
Subject Matter Expert with more
than 2 years of experience in the
relevant specialty

Duration of Training
Specialty training for freshers : 8 Assessment
weeks
CPC (AAPC): 80 hours of training 85% and above on final
CCS (AHIMA): 100 hours of assessment
training

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 Billing Training

Process Training
New recruits trained on basic
concepts of Medical Billing (Voice /
Non-Voice)
Modules Covered
Introduction to the Basics of Skill Sets of Trainer
Demo., Charge and Cash Posting,
Introduction to Coding – CPT, ICD Subject Matter Expert with more
than 2 years of relevant experience
and modifiers, AR Claim Status
and Denial Concepts.

Duration of Training
Assessment
Medical Billing (Non-Voice) – 12
business days
Account Receivables (Voice) - 20 85% and above on final
business days assessment

© e4e – Confidential and Proprietary

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 Training Process

1st Time Failure

NO

>85% Accuracy NO

2nd Time Failure

6 weeks training (3
Freshers Evaluation Test
weeks basic/3 weeks
specialty)
Training
YES Moved out of
the project

1to 2 Week OJT

Experienced
(guideline) Training

Live Production with

100% over coding

15 weeks ramp up - 8 weeks ramp up -

Freshers Experienced
* Typical for a Coding Project

© e4e – Confidential and Proprietary

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 2014: Key L&D Metrics

Training Headcount
8,000 7,003

6,000
4,000 2,014 1,668
2,000 786 460 865 406 663
49 92
0
VASS Process Compliance Cross Cross Refresher Certification Orientation New Total
Function Training Business Training
(Client headcount
Training)

2014

Throughput  Achieved    
105%  
100%  
100%  

95%   93%  
91%   2014  
90%  

85%  
Noida   Chennai   Philippines  

© e4e – Confidential and Proprietary 17

 L& D: New Supply Chain Initiatives
Initiatives
•  For AR, Training Time
reduced to 10 days from
15 days.
•  Training Content
revamped to be more
focused (like a trade
school curriculum).
•  C-Quick used extensively.
•  Velocity used to train all
New hire batches.
•  Robust Refresher
Trainings based on QA
feedback.
•  AMT for floor.
•  New Supply Chain
Metrics tracked &
reported monthly.

© e4e – Confidential and Proprietary 18

 L& D: Challenges

•  Toll Gate Assessment Process still being established.

•  Data to track metrics not available at the desired frequency to draw

meaningful insights/action items.

•  Ad hoc & last minute requests - leaving no scope for planning.

•  No time to cross-train trainers/build capability due to ad hoc requests.

Training Plotters :

Worksheet Worksheet

© e4e – Confidential and Proprietary 19

 2015: KPIs for the Team
GM: L&D
Training throughput of a minimum of 90%. Training Effectiveness Goal - 90% of each batch must meet SLAs (ramp and/or
steady state client SLAs as applicable) post New Hire Training and 90% of the agents must meet their Productivity & Quality
KPI  1   targets. In other words, every agent who clears the training, subject to a minimum of 90% should become a DM in 4 weeks
(both Productivity & Quality)

Reduce cycle time for training to meet 100% of the Productivity & Quality targets - 7 weeks for Coding; 2 weeks for Billing; 3
KPI  2   weeks for AR and 3 weeks for Adjud from date of on-boarding a fresher employee. Cycle time for Refresher Training for each
Coding, Billing, AR & Adjud to be no more than 2 weeks.

ICD 10 Training for all our global coders to be completed on schedule, depending on Client-wise ICD-10 migration plan (to
KPI  3   be agreed and signed off by each client)

KPI  4   Ensure Information Security is adhered to as per policy

© e4e – Confidential and Proprietary 20

 Review of Human Resources:
HR Operations

© e4e – Confidential and Proprietary

 Organization Structure: HR Operations

Babu TS
EVP & CHRO

Uma Sankar
Anusuya Jana Susheel Koul Mukesh Chawla Jessa R
GM, People
GM, People Sr. Manager, HR Manager, HR Ops HR Generalist
Connect
Connect (Noida) Ops (Noida) (Chennai) (Philippines)
(Chennai)

AM (1) Sr. Executive (2)

Executive (2) Sr. Executive (2) AM (1)
Executive (1) Executive (1)
MT (2) MT (2) HRMIS
HR Assistant (1) HR Assistant (1)

Total Headcount: 21
© e4e – Confidential and Proprietary 22
 HR Operations

Employee Life Cycle

Employee Engagement
Management

Policies, Procedures &

Support Systems

Performance &
Compensation Statutory Compliance
Management

Organization Architecture, Communication & Culture

© e4e – Confidential and Proprietary 23

 Employee Relations

4 1
Employee Employee
Retention Communication

Unique SLA linked

Online Communication
compensation scheme
Town Halls – Executive
Performance centric agent
Management Team
categorization
Potential appraisals Skip Level Meetings
Thrust in grooming talent
from inside Team Meetings

Suggestion Box

Empowerment and
freedom at work Monthly R&R

Open door policy Annual Employee of the Year Award

Team Building through
various HR initiatives Incentives

Benefit Programs

Employee
Care
Employee
3 Recognition 2

© e4e – Confidential and Proprietary 24

 Statutory Compliance
We ensure compliance to the below Labour Acts. This is managed through an
external consultant.
Shops and Establishment Act

Contract Labour (Regulations and Abolition) Act – 1970 and Rules

Tax on Professional Trades, Calling, and Employments Act

National and Festival Holidays Act

Minimum Wages Act 1948

Labour Welfare Fund Act

Maternity Benefit Act

Payment of Gratuity Act

Payment of Bonus Act

Workmen Compensation Act

Payment of Wages Act 1936

Conferment of Permanent Status Act (Applicable only in Tamil Nadu)

Equal Remuneration Act

Employment Exchange(Compulsory Notification of Vacancies) Act

ESI Act

Employees Provident Fund Act

Labor code of Philippines (DOLE-Dept. of Labor and Employment )

Social security law 1997 (Philippines)

© e4e – Confidential and Proprietary 25

 Performance Management

The first level manager in consultation with the employee sets the annual KPI’s in the prescribed
Performance format at the beginning of the year on HCMS software
Management KPI’s are revisited during the mid year review & the employee is given feedback on his / her
performance during the six months period which is captured through HCMS software
Process
During the appraisal period the employee has to get his/her self ratings done on HCMS, post which
the appraiser of the employee will get his/her ratings done on HCMS
The first level manager sends the ratings / comments to HR for record via HCMS software

The PMS cycle is completed at the end of the year with the final appraisal

During the final appraisal the first level manager has a discussion with the employee on his / her
performance and arrives at the final rating which is captured on the HCMS software
Areas for training / development are drawn out of the discussion during final appraisal

Recommendations for promotions / increment are documented

The final ratings / comments / recommendations are sent to HR via HCMS software

The Appraisal process would be based on the bell curve methodology

Appraisal Cycle
We have a Mid-Year Review (in June) and an End Year Appraisal (in December), but any salary actions
or promotions will happen only in January of the following year, post the Year End December review.

© e4e – Confidential and Proprietary 26

 2014: Performance Management

Employees Appraised Location wise

1600 1,435
1400
1200
1000 822
800 604
600
400
200 9
0
Chennai Noida Philippines Total

Employees Eligible for Performance Review

1000 920
738 788
800
600 495
400
200
9 12
0
Mid year End Year Mid year End Year Mid year End Year
Chennai Noida Philippines

© e4e – Confidential and Proprietary 27

 India Salaries across Bands
Average Annual CTC
Function Band 6 Band 5 Band 4 Band 3 Band 2
Operations $3,644 $6,937 $15,659 $35,993 $46,131
Total Quality $5,442 $6,639 $11,777 - $22,595
HR $4,896 $8,391 $13,048 $24,206 $50,476
Software & Technology $7,094 $11,799 $16,567 $32,227 $38,180
Finance $5,109 $8,526 $14,480 $26,578 $41,786
WFM $4,667 $8,215 $10,898 $20,060 -
Admin $3,965 $7,158 $14,308 - -
Solutions and Marketing $5,690 $7,656 $15,597 $21,509 $47,580
Average Increments in 2014 Annual Appraisal Cycle
Function   Band 6   Band 5   Band 4   Band 3   Band 2  
Operations   15%   9%   10%   8%   8%  
Total Quality   9%   9%   16%     10%  
HR   12%   10%   9%   9%    
Software & Technology   15%   11%   13%   10%   10%  
Finance   15%   8%   8%   10%   8%  
WFM   20%   8%   15%      
Admin   11%   9%   8%      
Solutions and Marketing   13%   18%   16%   8%   15%  
© e4e – Confidential and Proprietary 28
 Salary Survey / Comparison to Competitors

Coding:  

0-­‐1  yr   1-­‐2  yr   2-­‐3  yr  

Company  Name   Min   Mid  range     Max   Min   Mid  range     Max   Min   Mid  range     Max  
Episource   16,000₹   17,250₹   18,500₹   17,000₹   20,000₹   23,000₹   22,000₹   24,000₹   26,000₹  
Visionary   8,500₹   11,000₹   15,000₹   9,000₹   13,000₹   16,000₹   16,000₹   16,500₹   18,500₹  
AGS   9,500₹   12,500₹   13,500₹   15,000₹   17,800₹   23,000₹   21,250₹   16,500₹   25,000₹  
Ajuba   9,600₹   10,050₹   10,500₹   14,166₹   16,950₹   24,100₹   20,000₹   23,333₹   25,600₹  
Omega   10,000₹   12,250₹   14,500₹   12,916₹   18,958₹   25,000₹   16,666₹   22,916₹   29,166₹  
Dell   12,000₹   14,300₹   16,600₹   13,000₹   15,667₹   18,333₹   18,000₹   21,500₹   25,000₹  
UHG   Unable  to  trace   20,000₹   22,500₹   25,000₹   30,000₹   32,500₹   35,000₹  
Access  Healthcare   10,000₹   12,000₹   13,000₹   13,000₹   14,500₹   16,000₹   16,000₹   18,000₹   20,000₹  
Vee  technologies   12,000₹   13,500₹   15,000₹   18,000₹   19,000₹   20,000₹   19,000₹   20,000₹   24,000₹  
R-­‐  Systems   10,000₹   12,500₹   15,000₹   18,000₹   19,000₹   20,000₹   19,000₹   20,000₹   24,000₹  
Protek   10,000₹   12,500₹   15,000₹   18,000₹   19,000₹   20,000₹   19,000₹   20,000₹   24,000₹  
Pacific   12,000₹   16,000₹   18,000₹   20,000₹   22,500₹   25,000₹   25,000₹   27,000₹   30,000₹  
e4e   10,500₹   12,841₹   23,000₹   10,500₹   16,516₹   30,875₹   13,776₹   23,633₹   35,000₹  

© e4e – Confidential and Proprietary 29

 Salary Survey / Comparison to Competitors

Billing  (AR):  

  0-­‐1  yr   1-­‐2  yr   2-­‐3  yr  

Company  Name   Min   Mid  range     Max   Min   Mid  range     Max   Min   Mid  range     Max  
Ajuba   12,000₹   13,500₹   15,000₹   15,000₹   18,000₹   21,000₹   21,000₹   22,500₹   25,000₹  
AGS   12,000₹   14,000₹   16,000₹   16,000₹   18,000₹   21,000₹   21,000₹   22,500₹   25,000₹  
Access   12,000₹   15,000₹   18,000₹   18,000₹   20,500₹   23,000₹   24,000₹   25,500₹   27,000₹  
Vee  technologies   10,000₹   11,000₹   12,000₹   12,000₹   15,000₹   18,000₹   18,000₹   20,500₹   25,000₹  
UHG   12,000₹   15,000₹   18,000₹   18,000₹   19,000₹   20,000₹   20,000₹   22,500₹   25,000₹  
Visionary   10,000₹   11,000₹   12,000₹   12,000₹   15,000₹   18,000₹   18,000₹   20,500₹   25,000₹  
R  System   12,000₹   18,000₹   19,000₹   20,000₹   20,000₹   22,500₹   25,000₹  
MD  Everywhere   10,000₹   14,250₹   18,500₹   16,000₹   19,666₹   23,000₹   26,000₹   28,333₹   31,000₹  
Accre[ve   11,500₹   15,500₹   22,500₹   13,500₹   16,766₹   20,800₹   18,000₹   22,500₹   27,500₹  
Proteck   9,100₹   13,150₹   18,750₹   10,000₹   16,166₹   21,000₹   19,000₹   22,000₹   25,000₹  
Pacific   13,000₹   16,500₹   20,000₹   16,666₹   20,583₹   24,500₹   21,666₹   24,166₹   26,666₹  
e4e   10,500₹   13,040₹   17,000₹   13,266₹   19,253₹   27,232₹   12,159₹   22,151₹   28,644₹  

© e4e – Confidential and Proprietary 30

 Salary Survey / Comparison to Competitors

Billing  (DE):  

  0-­‐1  yr   1-­‐2  yr   2-­‐3  yr  

Company  Name   Min   Mid  range     Max   Min   Mid  range     Max   Min   Mid  range     Max  
Ajuba   8,000₹   10,000₹   12,000₹   10,000₹   13,000₹   16,000₹   13,000₹   16,000₹   19,000₹  
AGS   8,000₹   10,000₹   12,000₹   12,000₹   15,000₹   18,000₹   16,000₹   19,000₹   22,000₹  
Access   8,000₹   10,000₹   12,000₹   12,000₹   14,000₹   16,000₹   16,000₹   18,000₹   20,000₹  
Vee  technologies   8,000₹   10,000₹   12,000₹   12,000₹   15,000₹   18,000₹   18,000₹   20,000₹   22,000₹  
UHG   10,000₹   12,500₹   15,000₹   15,000₹   17,500₹   20,000₹   20,000₹   22,500₹   25,000₹  
Visionary   6,000₹   8,000₹   10,000₹   10,000₹   12,500₹   15,000₹   13,000₹   15,500₹   20,000₹  
R  System   9,000₹   11,000₹   13,500₹   16,000₹   16,000₹   18,000₹   20,000₹  
MD  Everywhere   11,000₹   15,000₹   19,000₹   12,000₹   16,000₹   20,000₹   16,000₹   20,000₹   25,000₹  
EXL   10,000₹   11,500₹   13,000₹   11,000₹   14,000₹   17,000₹   15,000₹   18,000₹   20,000₹  
Proteck   10,000₹   13,000₹   16,000₹   11,000₹   13,000₹   18,000₹   15,000₹   18,000₹   20,000₹  
Pacific   10,000₹   11,500₹   13,000₹   11,000₹   15,500₹   20,000₹   15,000₹   20,000₹   25,000₹  
e4e   8,000₹   10,589₹   16,972₹   8,000₹   12,072₹   23,000₹   9,120₹   14,679₹   26,081₹  

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 2014: Attrition & Absenteeism

ASriBon  Comparison   Absenteeism  Comparison  

140%   1.40%   1.30%  

1.20%  
120%   115.66%  
1.00%  

100%   0.80%   0.75%  

0.60%  
80%  
69.38%  
66.05%   66.76%   0.40%   0.32%  

60%  
0.20%  

40%   0.00%  

-­‐0.20%  
20%  
-­‐0.40%  
-­‐0.39%  

0%   -­‐0.60%  
Chennai   Noida   Philippines   Total   Chennai   Noida   Philippines   Total  

© e4e – Confidential and Proprietary 32

 2014 Attrition: Trends by Levels

Bands   Band  1   Band  2   Band  3   Band  4   Band  5   Band  6   Total  

ASriBon   1   3   6   19   40   1605   1674  

© e4e – Confidential and Proprietary 33

 2014 Attrition: Trends by Service Lines

© e4e – Confidential and Proprietary 34

 2014: Reasons for Attrition

2.87%& 1.97%& 1.08%&

5.20%&

19.47%& 46.00%&

23.42%&

Job&Abandonment& Personal& Be=er&Prospects&

Asked&to&Leave/&TerminaFon& Health&Issue& Higher&EducaFon&

© e4e – Confidential and Proprietary 35

 The New Attrition Management Focus

New Employee Engagement Processes & New Initiatives to control

Attrition and increase Retention.
Career Progression

President’s Club

Change in Appraisal Cycle

Increased focus on Attrition and linking to Supervisor performance across

all functions and levels of the organization
Rewards & Recognition

People Connect Program

© e4e – Confidential and Proprietary 36

 2014: Employee Engagement

2014
79

37 36
33

19
15
9
2

Fun Friday Major Events Fun Friday Major Events Fun Friday Major Events Fun Friday Major Events
Chennai Noida Philippines Total

© e4e – Confidential and Proprietary 37

 2014: Annual E-SAT Survey Summary

A total of 2,337 employees responded to

the survey, or 95% of the total eligible
population.

• Chennai – 1,248 participants

• Noida – 1,042 participants
• Philippines – 47 participants

Top 2 boxes (Very Satisfied + Satisfied)

was at 88%, a 3% decrease from 2013.

Our ‘Very Satisfied’ Responses have gone

down by 3% from 30% in 2013 to 27% in
2014.

Employees willing to refer their friends is at

85% as compared to 87% in 2013.

While 93% of the employees “like the work

they perform”, 19% have concern with our
policies.

© e4e – Confidential and Proprietary 38

 2015 : KPIs for the Team
GM’s: People Connect
Reduce attrition to 48% for FY 15 (excluding forced attrition): by implementing people connect and other employee
engagement initiatives involving all the employees at Noida. To devise, implement, maintain & share the Early Warning
System (EWS) on monthly basis). Absenteeism not to exceed 2% for FY15 (defined as excluding 24 days or 9.8% per
KPI  1   annum that is due to each agent and TL as eligible time off).
KPI  2   Coach and influence upon all the DLs & TLs and develop their people management skills & employee engagement score.

Ensure effective individual employee grievance redressal and communication

KPI  3  
Employee Satisfaction Survey: 1. Maintain Employee Satisfaction scores for FY15 at or above 90%, with "Top 2 Box” at or
KPI  4   above 91%.
KPI  5   Information Security - Ensure Information Security is adhered to as per policy

© e4e – Confidential and Proprietary 39